I need someone to respond to peers’ 4 discussion responses. and need back tomorrow. 100 to 150 words each response. it is a total of 4 responses needed.
Foreign Restrictions on Termination |
Research the topic of restrictions on termination of employment in European countries.
Assess the different requirements and consider risks, operational requirements for MNCs, modified HRM policies, and any other conditions or restrictions facing a firm operating in such environments.
Present your views in 200 words or more in your discussion post. Use at least two recent, scholarly source in your reply Respond to at least two of your classmates’ posts.
Respond to
Tenia Miller
post
Assess the different requirements and consider risks, operational requirements for MNCs, modified HRM policies, and any other conditions or restrictions facing a firm operating in such environments.
Grounds for the termination in the European market in comparison to those in the U.S. vary in multiple ways. European employment compares the two most common ways to be terminated employment at will and indefinite work. The U.S. is the only country that follows the employment-at-will law, explaining the continuous increase in unemployment in the U.S.
While most states follow the indeterminate employment model with variations that fit the consumer climate, the security in employment is consistent in the continents that follow the indefinite way to hire and employ their citizens, Stilwell, F. (2005). The chosen employment style does not prevent termination, but the company must prove cause and legal procedures are followed. Once it has been determined, termination is justified, a severance or “notice” pay is issued. The amount of that payment reflects the reason for termination.
Global or multinational companies, such as Google, Apple, or even Amazon, are faced with difficulties in providing fair practices for their employees. While these companies are based out of the United States, the leadership must maintain the standards of the countries employment requirements. While there is a Chief HRO, it is the HR managers that provide feedback and relay information to the leadership to meet and potentially exceed the employment expectations for the region. The managers identify the differences and establish the policies and protocols to achieve the company’s mission while guaranteeing the employment benefits of which the country is accustomed.
Stilwell, F. (2005). International and Comparative Employment Relations: Globalization and the Development Market Economics. Journal of Australian Political Economy, 55.
Respond to
Cynthia Perry
post
Different requirements according to Onley (2014), include severance packages of nine weeks of pay for every year worked in Spain. In Japan employees can only be fired for serious misconduct. When a US company goes abroad, they should be well prepared for the road that lies ahead. When they go into another country, they are in fact playing by their rules. US companies have found that out the hard way that they have to comply with international laws. In other countries unions and work councils are prevalent and they are there to protect the employee. US companies want to be careful when terminating employees, as it can have a long-term effect on their reputation. Once they have gotten a bad reputation it may be difficult to find top talent. In the interest of doing things right, HRM should be well versed in international policies, and how the country operates with employees in regards to challenges that may arise such as poor productivty, or lack of engagement. Most European countries have tight knit communities that take care of each other, so HR will have to modify rules to get along with the home land people.
Onley, D. S. (2014, January 1). Terminating Overseas Employees. In SHRM. Retrieved from shrm.org
BFOQ |
Research the term BFOQ. Explain its importance and relevance to HRM. How might not appropriately incorporating well defined BFOQs lead to difficulties for the organization? How would the concept of BFOQ be linked to “disparate treatment” and/or “disparate impact” in respect to staffing? What is the link between the ADA (1990) and BFOQs? Present your views in 200 words or more in your discussion post. Respond to two of your classmates’ posts. Use at least two scholarly source in your reply. Remember to properly cite your sources.
Respond to
Ernest Evans
Post
Before starting the hiring process, management always knows what they will look for the certain job. Job descriptions are always clear, but sometimes some jobs require employees having different characteristics than the described ones. These are rare circumstances that hiring department hires a person who’s characteristics does not match with the provided list of qualifications. This all is called Bona Fide Occupational Qualification (BFOQ) (Hunt, 2014). In US it is called Bona Fide Occupational Qualification (BFOQ) in Canada it is called Bona Fide Occupational requirement (BFOR).
In simple terms it is the form of discrimination method used by management to hire their favorite persons. They can differentiate between applicants on the basis of color, race, gender, religious or geographical backgrounds. Through BFOQ a manager can easily alter the hiring process and disturb the normal hiring flow (Venable, 2014). BFOQ are safety techniques designed by management to safe themselves from legal issues. Since gender, race and color discrimination is not allowed in this time, so management can raise the point that they have selected that particular person on the basis of BFOQ.
Management should kept in mind that they should not disrespected an staff. Disparate treatment can raise arguments on their work environment. Furthermore, all postings can never be same for all type of people, although law gives safety to “qualified individuals”. Sometimes you are qualified by have something missing in your profile that you cannot apply for a job. For example a person may have long list of degrees and certificates but his communication skills are down, so he can apply for the post of sales manager, but he can be rejected. This rejection would not be on the basis of color, race, gender, qualification but on the basis of important missing skill. Rights of general public are secured but there are some missing things which can never be answered by rights only (Griffith, 2017).
References
Griffith, D. (February 3, 2017). Discriminatory Job Postings? What’s the Deal? Retrieved from https://www.higheredjobs.com/articles/articleDisplay.cfm?ID=1187
Hunt, S.T. (2014). Common Sense Talent Management. Retrieved from https://www.vitalsource.com
Venable LLP (April 14, 2014). Prohibited Discrimination in Hiring: Disparate Treatment and Disparate Impact Retrieved from
https://trust.guidestar.org/blog/2014/04/14/prohibited-discrimination-in-hiring-disparate-treatment-and-disparate-impact/
Respond To
Bethany Moorman
post
BFOQ stands for Bona Fide Occupational Qualification which means a specific attribute is essential for an individual to perform a specific job (USLegal, 2020). Disparate impact means that a negative impact is likely to occur or has occurred when the policy or practice did not appear to intend harm towards a protected class. Disparate treatment is when an employee is intentionally subjected to an adverse action or harassment based on their status involving a protected class (Workplacediscriminationlaw.com, 2012). While many protections against disparate treatment are rightfully afforded by our nations laws, such as Title VII, the Pregnancy Discrimination Act (PDA), and the Age Discrimination in Employment Act (ADEA), there are some exceptions based on what may be considered a BFOQ (Workplacediscriminationlaw.com, 2012). While disparate impact and disparate treatment are very clear in their intent and typically their application, there are some narrow instances where a BFOQ may be an applicable factor in employment decisions. More common examples would include actors and the necessity for a male or female to portray a specific role. However, the definition of a BFOQ is very narrow and not often applicable. This can lead to potentially difficult situations for an employer attempting to implement BFOQ as a factor in employment decisions as it could easily appear that a candidate is being subjected to disparate treatment.
References:
USLegal (2020). Bona fide occupational qualification law and legal definition. USLegal. Retrieved from https://definitions.uslegal.com/b/bona-fide-occupational-qualification/
Workplace discrimination law. (2020). BFOQ defenses in workplace discrimination lawsuits. http://www.workplacediscriminationlaw.com/bfoq-defenses-in-workplace-discrimination-lawsuits
349
Improving the World
through Strategic HR
The past fifty years have seen companies make major advances in the methods used to manage business operations such as finan-
cial accounting and investment, information management, maintain-
ing supply chains, managing manufacturing processes, and marketing
products
.
But relatively few organizations apply the same rigor to
processes used to maximize the value of their workforce. Due to the
rapidly changing nature of work and the growing labor market skills
shortages, we have now reached a point when human resource man-
agement can and must be given the same leadership attention and stra-
tegic focus that has been shown to other areas of business.
Here are a few of the reasons that companies need to aggressively pursue the
use of strategic HR methods to drive business execution:
• It has an impact on the bottom line. The largest source of performance vari-
ance in most companies is due to differences in the performance of people.
Research has shown that high-performing employees generate far more rev-
enue than average or poorly performing employees do. Furthermore, hiring
and tolerating low-performing employees directly saps a company of financial
resources, hurts workforce morale, and damages its brand reputation in the
general market. The most effective way to build and increase long-term prof-
itability in most organizations is to increase the performance of its employees.
T E N
c h a p t e r
Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative
Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115.
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Commonsense Talent Management350
• We know how to do it. The profession of human resources has known how to
maximize employee productivity for decades. This is mainly about consistently
doing a few fundamental things really well. It starts with putting the right people
in the right jobs through the strategic use of staffing methods. The next step is
focusing people on the right things through the operational use of goal manage-
ment and ensuring people are doing things the right way through effective use of
performance management. Finally, for long-term success, ensure that people are
given job assignments and access to training resources that provide them with
the right development for what you want them to do in the future.
• We have the technology to do it. Until recently, one of the major barriers to the
effective application of strategic HR methods was the inability to scale these
methods across multiple employees, managers, and departments. Innovations
in strategic HR technology have largely eliminated this barrier. The technol-
ogy is available to drive significant improvements in workforce productivity.
Companies just have to use it correctly.
• It reduces human trauma. The quality of a person’s work has a major impact
on his or her happiness, health, and general well-being. How employees are
managed not only impacts the lives of employees, but also it affects their fam-
ilies, their customers, and their communities. We often joke about bad man-
agement, but the reality is that bad management hurts people. Given that we
know how to manage people in a productive and respectful manner, there is
no reason for companies or societies to tolerate ineffective, incompetent, or
otherwise inappropriate management practices.
This book provides insight into and advice on using strategic HR process to
create positive business outcomes. How you use the information in this book
will vary depending on your company’s unique business needs, company cul-
ture, and employee population. But every company can benefit from applying
the concepts I have discussed. As one of my mentors told me early in my career,
Strategic HR is relevant to every company because it is relevant to every
manager. There is no manager in the world who isn’t struggling with
some sort of people-related issue. When you ask leaders to describe the
top three business challenges they are facing, invariably at least one,
and usually all three, are people related. Every manager has concerns
about whether they have the right people to do the work and whether
the people they have are doing their work in the right way.
Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative
Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115.
Created from ashford-ebooks on 2020-04-11 04:06:02.
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Improving the World through Strategic HR 351
10.1 NEXT STEPS
HR professionals have the knowledge and tools to significantly improve the per-
formance of companies and the happiness of the people in those companies. It is
just a matter of using our knowledge and tools in a manner that makes a differ-
ence. We know what needs to be done, and we know how to do it. Now it is up
to us to make it happen.
Part of this is avoiding the tendency in HR to get caught up in trends or
to become overly enamored with the processes, theories, and techniques we use to
increase employee productivity. Managers and employees care a lot about the
things that HR methods affect, but many of them do not care much about HR
methods themselves. An analogy can be made to how most people feel about
IT systems: we don’t really care what IT database platforms or servers our com-
pany uses, but we do care about being able to access our e-mail accounts. The
same can be said for how most managers feel toward staffing, management, and
development methods: they don’t care what these processes are called or why
they work; they just want to get the right people in the right jobs doing the right
things the right way.
I titled this book Commonsense Talent Management in reaction to the ten-
dency of some HR professionals to overcomplicate the field of strategic HR. HR
authors and consultants often talk about the newest innovations in talent man-
agement when in reality the most effective strategic HR methods are the sim-
plest and most obvious: hiring people based on well-defined job descriptions, for
example, and setting clear goals for employees and giving them actionable feed-
back on how to improve their performance. These aren’t sophisticated or novel
concepts, yet most companies struggle to do them consistently and effectively.
Strategic HR basically comes down to two things. First is determining how
the workforce needs to change to support the company’s business strategies. This
is about prioritizing business execution drivers. Does company success depend
more on increasing workforce alignment, productivity, efficiency, sustainabil-
ity, scalability, or governance? Second is determining how the company can
use HR methods to create the change. Remember that there are basically only
four things you can do to change the workforce: (1) put the right people in the
right jobs by staffing based on clearly defined job requirements, (2) focus peo-
ple’s attention and motivation on the right things through effective goal setting,
(3) ensure people are doing things the right way by measuring their performance
and giving them feedback they can learn from either directly through coaching
Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative
Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115.
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Commonsense Talent Management352
or indirectly through staffing and pay decisions, and (4) provide people with job
experiences and resources that give them the right development to do the things
you want them to do in the future. Strategic HR processes can get complicated
when you get into the details. But don’t lose sight of the fact that ultimately it is
just about getting the right people doing the right things in the right way while
getting the right development. The easier it is to explain strategic HR, the easier
it is to get business leaders to appreciate the value of strategic HR methods and
use these methods.
There isn’t one best way to do strategic HR. What models and process
designs work best will change depending on the nature of the organization and
the issues it is facing. No matter what processes you put in place, you will make
minor modifications over time. But avoid making major changes too often
because such changes can be quite disruptive. An analogy I use for HR process
design is sailing a small boat with three or four sails. When you are sailing this
type of boat, you constantly make minor modifications to the tension and posi-
tion of the sails based on changes in the wind and water. How you change one
sail will affect the performance of a different sail, so the process of modification
never really stops completely. And every so often when there is a significant
change in the weather, you will need to make a major adjustment by putting
up a different type of sail entirely. The same thing can be applied to how you
use the 4R strategic HR processes. There are slight modifications you can make
to these processes every year to make them a bit more effective. And every so
often, you may need to significantly rework one or more of the processes based
on a significant change in your company’s business strategy or business execu-
tion drivers.
10.2 PARTING THOUGHTS
I have worked in the field of strategic HR for over twenty years. During this
time, I have seen some pretty horrific HR practices. Many of these were perpe-
trated by managers who were doing things that might have made sense to them
but not to anyone else. In most of these cases, the problem was that these man-
agers did not understand the factors that drive employee behavior and perfor-
mance. In many others, HR practitioners were hopelessly overcomplicating what
are basically fairly simple processes. In both cases, the problems could have been
Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative
Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115.
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Improving the World through Strategic HR 353
easily avoided if people had just thought through things a bit more carefully.
Helping companies avoid these problems is one of the reasons I wrote this book.
The other reason I wrote this book is to help and inspire companies to achieve
ever greater levels of workforce productivity. While I have seen my fair share of
HR horror stories, I’ve also seen a great number of HR successes. I’ve seen what
happens when HR is done well: improving the quality of HR practices has a direct
impact on the health and well-being of employees, managers, customers, their
families, and society in general. HR is about people, and people matter.
Good luck in your journey to make the world a better place through better
use of strategic HR processes!
Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative
Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115.
Created from ashford-ebooks on 2020-04-11 04:06:02.
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Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative
Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115.
Created from ashford-ebooks on 2020-04-11 04:06:02.
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